destination management action planold.wrexham.gov.uk/assets/pdfs/tourism/dmp_wrexham... ·...

$: Destination Management ACTION PLANold.wrexham.gov.uk/assets/pdfs/tourism/dmp_wrexham... · 2015-09-22 · Destination Wrexham Action Plan 2012-2017 (Published September 2012) Y:\Shared\EconomicDevShared\Joe\1_DESTINATION$
Destination Wrexham Action Plan 2012-2017 (Published September 2012) Y:\Shared\EconomicDevShared\Joe\1_DESTINATION MANAGEMENT\12_TEAM TOURISM PROJECT\DESTINATION MANAGEMENT PLAN\3_ACTION PLAN

1

WWrreexxhhaamm CCoouunnttyy BBoorroouugghh

DDeessttiinnaattiioonn MMaannaaggeemmeenntt

AACCTTIIOONN PPLLAANN

22001122 –– 22001177

**RESTRICTED**

TO GO BEFORE WREXHAM

CBC EXECUTIVE BOARD ON

13th NOVEMBER 2012


2

This is a five year Action Plan, based on strategic aims as detailed below, that sets out what Wrexham County Borough as a visitor destination plans to do to influence the growth of the sector. Wrexham County Borough Council (WCBC) will be responsible for leading on some actions and will encourage other organisations to take the lead role on other project areas. In due course Destination Wrexham, the partnership to be set up to oversee the delivery of the Destination Management Plan, will take a lead in managing and monitoring delivery of the Destination Management Plan. The aims of the Destination Management Plan are: • To deliver a strategic and visitor focused approach to the development and management of the visitor product/ experience in Wrexham

County Borough; • To achieve clear, coordinated and prioritised actions which will significantly improve the visitor experience and levels of visitor satisfaction; • To enthuse and involve tourism businesses and other agencies in productive partnership working which relates to their interests and makes

the very best use of available goodwill, budgets and manpower; • To drive up tourism business performance year on year; • To grow the economic, environmental and social contribution of the visitor economy in a way which is responsible and considerate of the

needs of residents as well as visitors; • To contribute significantly to regional and national economic and cultural aspirations. The Action Plan framework below sets out the individual activities that make up the project areas for the Destination Management Plan. Each Project is described in terms of:

• A brief description of each project • The lead partner, other partners involved, indicative budgets and potential sources of funds • Key tasks, timescales, targets, indicators and performance measures

There are 6 key project areas:

1. Investment in the key hubs 2. An Events strategy for Wrexham 3. Visitor Accommodation Development 4. A Sense of Place 5. Visitor Management 6. Partnerships and Performance


3

PPrroojjeecctt OOnnee –– IINNVVEESSTTMMEENNTT IINN TTHHEE KKEEYY HHUUBBSS

Description The places which attract the largest numbers of visitors to the area, or which have the greatest potential to attract visitors, have been identified as key hubs. These are Erddig Hall, the combined area of Chirk Castle, Chirk and the Glyn Ceiriog Valley and the World Heritage Site. The town of Wrexham is seen as an emerging hub offering a wide range of services and important connections with each individual hub and between the hubs.

Lead partner Partners Indicative budget Sources of funding

Wrexham County Borough Council

WHS Steering Group, National Trust, WHS Business Club, Glyn Ceiriog Tourism Group, Clwydian Range AONB, Wrexham Town Centre Forum

Welsh Assembly/Visit Wales, Rural Development Programme, TPNW, National Trust, WCBC, Canal and River Trust, AONB, local businesses and other agencies

Key tasks Target Performance measures Implementation of the World Heritage Site development plan

• Enhanced visitor experience • Engagement and benefits to

adjacent communities and local businesses

• New facilities and services • Jobs created/ sustained • Visitor spend in local

businesses Area development plan for Chirk and Glyn Ceiriog, AONB area

Joined up planning to achieve a stronger, more attractive visitor experience with greater capacity

Monitor visitor flows to assess success of ‘Attract and disperse’ initiatives across the area.

National Trust properties of Erddig Hall Key NT attractions to champion Networking business events


4

and Chirk Castle to share expertise and plans for future investment, visitor management, marketing and events with other hubs and tourism operators.

investment in the area and to act as mentors for other attractions and businesses

Familiarisation visits Cross promotion of NT and other attractions New investment and developments at Erddig Hall and Chirk Castle

Develop Wrexham town as an emerging hub at the centre of the district and a key connection in the visitor economy of the area.

Increased visitor footfall and spend- town centre, individual attractions Higher levels of occupancy in accommodation in the town by visitors throughout the year

Car park usage, public transport data, ticket sales, attractions reports Accommodation reports

How will we measure success? (Read across to VW, TPNW, WCBC Economic Strategies) Project One Outcomes Indicator Measure Baseline Target by 2016/17

New investment in facilities and services

Public and private sector investment

Situation Report (TEAM) Summer 2012

Jobs created/ sustained STEAM/ attractions data Increase in visitor numbers and length of stay at key hubs and other parts of the destination

Summer 2012 Visitor Survey

Increase in visitor satisfaction - at key hubs - at other attractions

Customer questionnaires on and offline

Summer 2012 Visitor Survey


5

PPrroojjeecctt TTwwoo –– AANN EEVVEENNTTSS SSTTRRAATTEEGGYY FFOORR TTHHEE TTOOWWNN OOFF WWRREEXXHHAAMM Description This project proposes a review of existing events in the town of Wrexham and that following this review consideration is given to drawing up a new events programme for the town. The new 5 year Events strategy would seek to raise awareness of the town, its history and heritage, creativity and reputation as a place of innovation.


Destination Wrexham Town Centre partners, local

businesses, Arts organisations, local community and special interest groups

VW, TPNW, WCBC, Arts Council, other local sponsors

Key tasks Target Performance measures Review existing scale and impact of existing events and Events strategy

Review by December 2012 Audit and recommendations

Develop 5 year Events Strategy and action framework

Proposals by March 2013

Propose performance measures and evaluation criteria

Proposals by March 2013


6

How will we measure success? (Read across to VW, TPNW, WCBC Economic Strategies) Project Two Outcomes Indicator Measure Baseline Target by 2016/17

Increased visitor traffic Footfall, ticket sales, retail

sales, accommodation bookings

Existing events data, Town Centre Forum statistics

Improved visitor satisfaction levels

Existing research


7

PPrroojjeecctt TThhrreeee –– VVIISSIITTOORR AACCCCOOMMMMOODDAATTIIOONN DDEEVVEELLOOPPMMEENNTT Project Three Visitor Accommodation Development

Description This project seeks to improve the quality and range of accommodation on offer within WCB giving visitors more choice and good value for money for all budget levels. The project also seeks to make the accommodation offer more distinctive and appealing to visitors and more profitable for the owners.


Destination Wrexham

WCBC, TPNW, VW, Tourism Associations, Accommodation operators, Rural development programme

Rural Development programme TISS WCBC, TPNW, VW

Key tasks Target Performance measures Encouragement of investment in new and existing facilities and services

• Better business performance • More visitors, increased levels of

repeat business

• Investment in existing hotels, b and b’s, pubs, self catering, camping and caravanning

• New accommodation development • Jobs created, sustained

Advice on grants, loans and venture capital to support new investment in accommodation

• Match funding for investment

Quality Awareness days to promote take up of quality grading, accreditation schemes and customer service training

8 events per annum • Increased levels of quality assured accommodation


8

• More award winning, accredited and distinctive accommodation

Closer working between attractions, places to eat and drink, food producers and retailers

6 familiarisation visits per annum 4 networking events per annum

• Improved awareness by operators of the breadth and depth of the visitor offer and experiences within the area

• Increased cross promotion between different geographical and thematic parts of the area.

• Increased levels of visitor satisfaction

How will we measure success? (Read across to VW/TPNW/WCBC Economic Strategies) Project Three Outcomes Indicator Measure Baseline Target by 2016/17

New investment in existing and new accommodation

Investment, jobs created / sustained

Accommodation stock audit- spatial, type, standard

Quality standards % QA/ Award winners/ other accreditation

VW, TPNW,WCBC records 50% quality accredited

Improved business performance

Occupancy levels/ repeat business/visitor satisfaction/ profitability

Business performance data?


9

PPrroojjeecctt FFoouurr –– AA SSEENNSSEE OOFF PPLLAACCEE A Sense of Place

Description The Wrexham sense of place project is all about celebrating the essence of the area; all the natural, cultural and man made assets which are special and enrich the experience of a day out or a longer stay.


Destination Wrexham Local businesses, local food

producers, Arts, heritage and conservation groups, local communities, WCBC

VW, TPNW, WCBC, Rural Development Programme, Arts Council?, Local sponsors

Key tasks Target Performance measures Celebrating Wrexham CB as a borderland and a gateway to Wales and welsh heritage

Promoting local food and drink to visitors Encouraging tourism operators to actively promote local food and drink to visitors in partnership with

Increased visibility and sales of local food and drink

Championing local creativity and innovation

Linking local artists and performers to enrich the visitor experience through local creativity and the area’s heritage of innovative thinking

Bringing local stories to life by involving 4 community ‘storyboards’ to be 20 local ‘storyboards’ brought to life over 5


10

local people and communities developed and launched each year years Creating and nurturing a programme for volunteers to become actively engaged as destination champions

Annual target of 20 people being trained and becoming destination champions

Five year target of 100 people trained and actively engaged in promoting Wrexham CB to visitors

How will we measure success? (Read across to VW, TPNW, WCBC economic Strategies) Project Four Outcomes Indicator Measure Baseline Target by 2016/17

Local Food and Drink Tourism businesses engaged New scheme/ 35 tourism businesses actively

promoting local food and drink Creative Wrexham New scheme Local story tellers Community ‘story boards” New scheme 20 ‘story boards’ established Destination Wrexham champions

Number of volunteers trained and accredited

New scheme 100 Destination Wrexham Champions


11

PPrroojjeecctt FFiivvee –– VVIISSIITTOORR MMAANNAAGGEEMMEENNTT Project Five Visitor Management

Description The Visitor Management project for WCB will seek to introduce a more coherent approach to interpretation, signage and visitor orientation. The objective is to improve the overall visitor experience across the County Borough. It will seek to;

• broaden the visitor’s understanding and appreciation of the area;

• encourage visitors to explore wider, stay longer and spend more;

• tempt visitors to return.


Wrexham County Borough Council (WCBC)

Visitor Attractions, National Trust, CADW, WHS partners, tourism operators, Arts, heritage and conservation groups, Glyndwr University, Croeso Cymru.

Local tourism operators, VW, TPNW, Rural Development Programme

Key tasks Target Performance measures Provide timely and inspiring information, on and offline

User friendly and accessible visitor information

Visitor satisfaction and usage

Improved interpretation of key sites and themes within the area

Renovation of existing panels and introduction of new interpretative features

Visitor satisfaction

High levels of provision and maintenance of key visitor facilities; traffic and pedestrian signage, welcome to signs,

High quality visitor experience from ’basics to delight’

Consistently high standards of visitor satisfaction across the County Borough


12

orientation maps, car parking, toilets, street cleaning etc

and year round

Cross-promotion of places to visit, eat, stay and shop/spend

High levels of recommendation and promotion of tourism businesses by other operators.

Increased visitor traffic and spend

Involvement of local people and communities in Visitor Welcome programmes

More people, businesses and communities trained and actively promoting Wrexham CB

Workshops attended, people accredited, volunteers involved

How will we measure success? (Read across to VW, TPNW, WCBC Economic Strategies) Project Five Outcomes Indicator Measure Baseline Target by 2016/17

Enhanced levels of visitor understanding and appreciation of the area

Questionnaires on and offline Visitor Survey Summer 2012

Increased awareness and interest in the area

Web traffic, facebook and twitter likes. Visitor enquiries at TICs

Current levels of usage 2012

Visitor satisfaction Questionnaires on and offline Visitor Survey Summer 2012 Increased visitor numbers and spend at attractions, places to eat, stay and shop/ spend

Industry performance reports

2012 Industry data


13

PPrroojjeecctt SSiixx –– PPAARRTTNNEERRSSHHIIPPSS && PPEERRFFOORRMMAANNCCEE Partnerships and Performance

Description Establishing Destination Wrexham as the partnership charged with overseeing and monitoring the delivering of the Destination Management Plan. Sharing and celebrating successes and learning from projects which falter or fail.


Destination Wrexham Public and private sector

organisations involved in creating, managing and promoting Wrexham County Borough as a Visitor Destination.

VW, TPNW, WCBC Other public, private and voluntary organisations with an interest in tourism and the wider visitor economy.

Key tasks Target Performance measures Leadership and championing of the visitor economy.

Set up Destination Wrexham as the lead agency for the sector

Destination Wrexham set up as a legal entity Dedicated Destination Wrexham Manager in post

Overseeing delivery of the 5 year Destination Management Plan

Set up strong delivery partnerships with clear objectives, roles and responsibilities

Five year strategic plan underpinned with Annual Action Plan reviewed quarterly

Monitoring the success of the DM Plan Clear goals, milestones and reporting mechanisms in place

Clear monitoring and reporting of individual targets and summary reports of progress against planned activity


14

Monitoring the growth and progress of the sector.

Set up mechanisms to measure activity and achievements and share these widely with tourism operators, other businesses and local communities

Achieving buy-in from local businesses and attractions

Recruit Destination champions to promote the sector as an economic driver, the destination and the five year plan.

How will we measure success? (Read across to VW, TPNW, WCBC economic strategies) Project Six Outcomes Indicator Measure Baseline Target by 2016/17

Growth of the sector Increase/decrease in visitor

numbers STEAM 2010 data

Increase/decrease in visitor spend

STEAM 2010

Jobs created or sustained STEAM 2010 New investment Stronger business performance

Higher levels of occupancy VW/TPNW

Extended visits STEAM/2012 Visitor research Increase in off peak visits STEAM/2012 Visitor research Higher levels of quality

accreditation and awards VW/TPNW/other national/regional awards

Increased awareness of Wrexham CB as a visitor destination

Increase in new visitors 2012 Visitor survey/STEAM

Increased visitor satisfaction Visitor surveys on and offline 2012 Visitor survey/STEAM Partnerships?? Skills??

destination management action planold.wrexham.gov.uk/assets/pdfs/tourism/dmp_wrexham... ·...

Documents